Test Bank Jansson ch10 7e Developing and Using Power in the Policy-Enacting Task

Jansson, Becoming an Effective Policy Advocate, 7^th Edition

Test Bank

Chapter 10: Developing and Using Power in the Policy-Enacting Task

1. “Politics” describes:

1. The tactics of elected officials such as legislators.
2. Efforts by persons in a range of settings to secure their policy preferences by developing and using power resources.
3. Campaigns for any elected office.
4. Governmental exchanges.

PG: 321

2. The political approach to policy advocacy involves:

1. Understanding the political realities in order to develop a strategy.
2. Avoiding political maneuvering because it is counter to social work values.
3. Discovering technically superior solutions to a problem.
4. Advocating for truth over might.

PG: 322-323

3. Real power involves:

1. Unilateral relationships and choices.
2. Transactional relationships between two or more people.
3. Physical force.
4. Refusal to follow others suggestions.

PG: 327

4. When using expert power, advocates will:

1. Use their personal credentials and knowledge to convince others.
2. Exercise coercive techniques to convince others.
3. Use political knowledge to influence decisions.
4. Use personal opinion to convince decision makers.

PG: 329

5. _________ power often involves the use of threat.

1. Political.
2. Substantive.
3. Coercive.
4. Expert.

PG: 329

6. “Bribes” are a form of:

1. Coercive power.
2. Charismatic power.
3. Reward power.
4. Expert power.

PG: 329

7. A person with power of position will have power stemming from:

1. Their position in the hierarchy of an organization.
2. Their strategic location in an agency or workforce.
3. Their networks and contacts.
4. Information that only they know.

PG: 329-330

8. If a person appeals to others because of their ethical commitments, it is known as:

1. Person-to-person power.
2. Information power.
3. Connections power.
4. Value-based power.

PG: 330

9. Substantive power involves:

1. Using qualitative and quantitative data.
2. Shaping the content of policies to elicit support from specific persons.
3. Efforts to enlarge the scope of conflict.
4. Using threatening techniques.

PG: 332

10. Influencing the tenor, tempo, or scope of conflict of deliberations in order to get a specific proposal enacted is:

1. Process power.
2. Indirect power.
3. Person-to-person power.
4. Substantive power.

PG: 335

11. The element of process power that introduces a proposal at the right moment involves:

1. Charisma.
2. Tenor.
3. Coercion.
4. Timing.

PG: 336

12. Which is the following is NOT a power resource that social workers and policy advocates have in organizational settings:

1. Subversion.
2. Compliance.
3. Discretion.
4. Whistle-blowing.

PG: 339-340

13. “Power differentials” refer to:

1. The exchange between elected officials in powerful positions.
2. The power advantage that some people have over others.
3. The information that is exchanged between practitioners and decision-makers.
4. The negotiations that go on in legislative settings.

PG: 342

14. Policy advocates develop power resources by:

1. Building personal credibility.
2. Learning to network.
3. Creating links with groups.
4. All of these choices.

PG: 349

15. An advocate’s personal credibility:

1. Influences the degree to which others will listen to them.
2. Influences their ability to tell ethical untruths.
3. Influences their dependence on political relationships.
4. Influences their likelihood to complain about certain policies.

PG: 349

16. By downplaying her ideology when trying to convince an opponent, an advocate may appear:

1. Indecisive and unsure.
2. Reasonable and pragmatic.
3. Uneducated.
4. Unqualified.

PG: 349

17. A _______ is the number and range of supportive relationships a person has.

1. Group.
2. Lobby.
3. Network.
4. Petition.

PG: 352

18. A mentoring relationship is helpful because:

1. A male mentor will help a female rise higher in an organization.
2. A mentor gives advice, information and introductions to important people.
3. It is almost impossible to enact new legislation without a mentor.
4. It increases a person’s credibility.

PG: 352-353

19. The belief that only high-level persons or powerful interests can wield power successfully is:

1. Victim mentality.
2. Submission.
3. Elitism.
4. Fatalism.

PG: 356

20. Direct-service staffs’ power comes from:

1. Their personal knowledge of an agency’s problems and clientele.
2. Their ability to connect with government agencies.
3. Their understanding of political maneuvering within an agency.
4. Their ability to manipulate agency policy.

PG: 357